Why does Telecom have to be an internal incubator to encourage internal entrepreneurship?

Ten years ago, Telecom general manager Wang proposed to transform to do information service providers, the income from fixed-line, broadband access services, transfer to content services. But because of the big central Enterprises you know, the transformation has been not smooth, there is nothing to get the new products, revenue or rely on fixed-line broadband mobile phone access services.

There are 2 major obstacles to transformation:

1. Salary levels cannot compete with private enterprises. Many people think that telecom employees have money, but only the leadership is rich, the bottom of the technical staff pay only half of private enterprises. And the company's internal unified position standards, the department leadership does not have the right to send more money, technical department code farmers wages and other departments to muddle through. Such salary, how and Internet enterprises to rob technical personnel? The result is a large outflow of talented people (jumping out of the salary at least double), leaving a lot of fooling around (telecommunications generally do not have to work ability to expel employees), reverse elimination, the overall level of technology is getting worse.

2. The examination mechanism is rigid. KPI appraisals, even in private companies, often play a role in curbing innovation and encouraging conservative roles, not to mention bureaucratic enterprises such as telecommunications. Telecom departments, the largest task every year is to complete the KPI. Some very funny KPIs, even at the expense of income to complete the profits. For example, a research and development of the app Department, KPI is installed, then the department spent a lot of money to bribe channel vendors, pre-installed app, to meet KPI requirements. As for the installed there is no one to use, can be profitable, as long as the KPI did not say, do not pipe. The entire Telecommunications KPI assessment, full of such self-deception jokes. So who has the heart to do the product?

These are the things that telecom leaders understand that they are smart people who can do top positions in telecommunications. But telecommunications is a huge bureaucracy, the power of large local people, the interests of the intertwined, the vested interests of the status quo, not high-level want to change can be changed.

Then the high-level thought of a way: incubating internal entrepreneurship. is to set aside a sum of money, as the wind into the internal innovative ideas of employees to open a start-up company. The KPI of the start-up company is comparatively loose, has the very big autonomy, the employee's salary also has certain promotion. Simply put, it is to let these startups out of the telecom bureaucracy, but can take advantage of some of the resources of telecommunications, expect some of them to do small became, telecom and then invest more to make large products.

From the current actual effect, it seems not very good, not see any decent innovative products out. Most of the internal start-up companies, the efficiency is very low, the investment money spent nothing to do it, estimated that they apply for hatching project would like to take a stroke to go ... It will be a few years before the whole incubation program can be successful, but I personally don't feel good about it. Do not rule out the ability to make individual products, but the end is nothing but:

1. Entrepreneurs ran their own businesses, completely out of telecommunications control.

2. All sectors of telecommunications want to share a slice of the power struggle, then yellow.

3. Telecom wants to invest more, set up a new division to take over the product, then bureaucracy, very inefficient, yellow.

4. The idea was discovered by a famous internet company, and then everyone understood it.

The last thing that can help Telecom's successful transformation is a miracle.